Revised Officer Evaluation Reports 1 APR 14 Implementation OVERVIEW MOD 1

Transcription

1 Revised Officer Evaluation Reports 1 APR 14 Implementation OVERVIEW MOD 1

2 Background Senior Leader focus for Evaluation Review: Re-establish the company grade box check Reduce the frequency of reports Establish and enforce rater accountability Strengthens relationship to leadership doctrine (ADP 6-22) Incorporate ability to document, data mine and identify talent Address the one size may not fit all assessment of different skills and competencies at different grades Keep the OER relevant and adaptive SECARMY guidance (9 Mar 11): Ensure responsibilities are clearly defined and vested with appropriate individuals Assess the usefulness of Academic Evaluation Reports Informed By: 36 th and 37 th CSA framing guidance Other Services and Industry review Officer Selection Board AARs Profession of Arms Forum OPMS CoCs and GOSCs Army White Paper, The Profession of Arms Army Leader Development Strategy ADRP 6-22 Identify clear standards to assist raters with drafting evaluation reports OER remains the primary tool documenting officer performance and potential 2

3 OER CHANGES Discourage creation of large senior rater populations (pooling) Limits the use of Intermediate Raters Supplementary Review by an Army Officer for non-army Rating Chains Assess performance based on leadership attributes and competencies Clear delineation of responsibilities: Rater-Performance; Senior Rater-Potential Four separate evaluation reports based on grade: Company Grade (2LT-CPT & WO1-CW2) Field Grade (MAJ-LTC & CW3-CW5) Strategic Leaders (COL) Brigadier General Implement a Rater Profile for the Company and Field Grade Forms Future Operational and BroadeningAssignment Recommendations Redefine Senior Rater box label techniques (Less than 50% Top Box for LTC and below; 24/25% split for COL report (requires profile re-start)) Support form realigned and mandatory for WO1-COL Evaluation Entry System (EES) replaces AKO 3

4 Strengthening the Rating Chain Develop regulatory guidance to strengthen rating chain accountability The updated policy strengthens accountability within the members of a rating chain to maintain relationships that provide rated officers with leaders who have first-hand knowledge of their responsibilities, performance and potential. Still allows commanders and senior leaders to be responsible for designating rating schemes / approved one level up (up to 3-Star HQ) Intermediate Raters limited to special branches and dual supervisor situations Supplementary Review: In instances when there are no uniformed Army designated rating officials for the Rated Officer, an Army Officer within the organization will be designated as a Uniformed Army Advisor and perform a supplementary review. The Uniformed Army Advisor will be an U.S. Army officer, normally senior to the senior rater, within the organization. The Uniformed Army advisor will monitor evaluation practices, provide assistance and advice to rating officials (as required) on matters pertaining to Army evaluations. Applies in Joint Environments Applies where DoD and DA Civilians serve as Rater and Senior Rater Applies in multi-national environments 4

5 Company Grade Form Page 1 Administrative data remains consist with the old OER (67-9) Highlights the need for a supplementary reviewer is required by updated AR / DA PAM Addresses the completion of the multisource assessment feedback Rater s comments pertaining to APFT move to page 1 Performance block checks and the Rater s overall performance assessment Up to 4 lines of text

6 Company Grade Form Page 2 Focused on Attributes and Competencies (6-22) Character Presence Intellect Leads Develops Achieves Up to 4 lines of text Intermediate Rater if applicable Up to 5 lines of text Senior Rater block checks redefined to better identify leader potential Most Qualified Highly Qualified Qualified Not Qualified Up to 5 lines of text

7 Rater Box Check Rater overall assessment of rated officer s performance compared to officers in same grade Limited to Company and Field Grade forms e. This Officer s Overall Performance is Rated as: (Select one box representing Rated Officer s overall performance compared to others of the same grade whom you have rated in your career. Managed at less than 50% in EXCELS.) I currently rate Army Officers in this grade. EXCELS PROFICIENT CAPABLE UNSATISFACTORY X Comments: Example Rater Label: HQDA COMPARISON OF THE RATER S PROFILE AND BOX CHECK AT THE TIME THIS REPORT PROCESSED PROFICIENT RO: RANK SOLDIERS NAME SSN: xxx-xx-xxxx DATE: RATINGS THIS OFFICER: Comments: R: RANK/GRADE NAME SSN: xxx-xx-xxxx TOTAL RATINGS: 7

8 Rater Profile Maintain less than 50% of reports written by grade in the Excels box (for Raters of LTCs and below) Flexibility - Raters have a credit of 3 in the Proficient box to start profile OER profiles calculated based on date Rater Locks the profile May not Lock profile earlier than 14 days prior to report THRU Date OERs are due at HRC within 90 days after the thru date of evaluation Senior Rater sequencing does not interfere with the Rater s Locked profile Maintain a working copy of your rater profile and monitor for accuracy Profile calculators will be provided in EES for raters to use, which will assist with profile anagement 8

9 How to Lock the Rater Profile Allows Raters to see their profile 9

10 Rater Assessment: Company Grade Form Focused on core attributes and competencies in ADP 6-22 A true professional and leader; embodies the Army Values in all that he does. Bill tactfully instills discipline and the Warrior Ethos in his subordinates. He consistently uses sound, informed judgment. More prescriptive Performance based assessment Displays confidence and enthusiasm while projectinga positive command presence that permeates his unit; evidenced by his company s 275 APFT average, bestin the brigade. Narrative only (4 lines per entry) Mandatory entry for each Attribute/Competency Encourages specific discussion with Rated Officer on desired traits Comments on performance not potential 11

11 Field Grade Form MAJ/LTC; CW3-CW5 Page 1 Administrative data remains consist with the CO Grade evaluation Raters have the opportunity to comment on possible broadening and operational assignments Attribute of Character is highlighted on the Field Grade Form

12 Rater Recommended Assignments (Field Grade and Strategic Level) Field Grade Plate- Rater Recommended Strategic Grade Plate- Rater Recommended 13

13 Field Grade Form MAJ/LTC; CW3-CW5 Page 2 Rater comments on the Officer s performance against the Attributes and Competencies during the rating period Box checking philosophy remain consistent; less than 50% Excels Rater s overall performance is further codified in the Comments section Up to 5 lines of text Up to 4 lines of text Up to 5 lines of text Up to 5 lines of text

14 Rater Assessment: Field Grade Form d2. Provide narrative comments which demonstrate performance regarding field grade competencies and attributes in the Rated Officer s current duty position. (i.e. demonstrates excellent presence, confidence and resilience in expected duties and unexpected situation, adjusts to external influence on the mission or taskings and organization, prioritizes limited resources to accomplish mission, proactive in developing others through individual coaching counseling and mentoring, active learner to master organizational level knowledge, critical thinking and visioning skills, anticipates and provides for subordinates on the-job needs for training and development, effective communicator across echelons and outside the Army chain of command, effective at engaging others, presenting information and recommendations and persuasion, highly proficient at critical thinking, judgment and innovation, proficient in utilizing Army design method and other to solve complex problems, uses all influence techniques to empower others; proactive in gaining trust in negotiations, remains respectful, firm and fair. Fully supports SHARP and supports a positive command/workplace environment ) Narrative comments focused on performance in line with field grade competencies and attributes Limited to 5 lines of text Performance based assessment; no comment on potential 15

15 Senior Rater Box Check Four box profile remains consistent with current system; provides more options for senior raters Highly Qualified and Qualified enable greater stratification Most Qualified becomes the control box (limited to less than 50%) No restart of profile; no close-out reports Continue to mask 2LT/1LT after promotion to CPT; WO1 after selection to CW3 Box Check Assessment MOST QUALIFIED: Strong potential for BZ and CMD; potential ahead of peers = Current COM Not Referred HIGHLY QUALIFIED: Strong potentia promotion with peers l for QUALIFIED: Capable of success at t next level; promote if able he NOT QUALIFIED: Not recommended promotion for 16

16 COL Report Page 1 17 Admin data mirrors Company and Field Grade forms Raters will recommend future strategic assignments to assist talent managers in placing the Rated Officer into their next duty assignment

17 COL Report Page 2 Rater s of COLs will comment on the Officer s potential Up to 5 lines of text Up to 5 lines of text Senior Rater box check labels change from Company and Field Grade Officer forms Cumulative percentage must remain below 50%

18 Senior Rater Box Check No Rater box check Rater narrative comments focused on performance and potential Change Box Check Terminology and option of 24% and 25-49% limits (more restrictive than current system) More clearly identifies the best compared to current system Requires restart of COL population Senior Rater will receive a credit of 5 to start profile in Retain as Colonel block Senior Rater philosophy will best determine how to describe the rated officer s General Officer Potential a. POTENTIAL COMPARED WITH OFFICERS SENIOR RATED IN SAME GRADE (OVERPRINTED BY DA) MULTI-STAR POTENTIAL (Limited to no more than 24%) PROMOTE TO BG (25% to 49%) RETAIN AS COLONEL Two ACOM Boxes CUMULATIVE % Remains less than 50% Multi-Star limited to 24% of total reports Promote To BG limited to % of total reports UNSATISFACTORY Note: Combined cumulative percentages of both MULTI-STAR POTENTIAL and PROMOTE TO BG will not exceed 49% 19

19 BG Report 1-Page OER for BGs Rater and Senior rater both comment on character and potential No rater and senior rater box check Processes thru HRC to Officers Army Military Human Resource Record

20 MILPER released 3 DEC 13 OER Support Form Page 1 Data transferable between the support and evaluation forms within EES Facilitates the rater s ability to easily complete future OERs Performance based counseling tool Ties performance objectives to measureable accomplishments

21 OER Support Form Page 2 Nested with the current leadership doctrine (ADRP 6-22) Character Presence Intellect Leads Develops Achieves Pages 3-5 of the form contain instructions to assist 23

22 24 Evaluation Entry System (EES) EES is the revised web-based tool in development at HRC, which will be used to complete and submit evaluations. EES will consolidate AKO MyForms wizard, IWRS, excel profile calculators, etc. Benefits of EES: Enhanced wizard to guide rating chain and Human Resource professionals in preparing the evaluation Multi-pane dashboard allows user to view data input and form simultaneously Built-in tool to view and manage Rater and Senior Rater profiles Provides quick reference to AR and DA PAM Eliminates accessing multiple systems and consolidates evaluation tools to one system Does not delay evaluation processing due to rater profile misfires (automatic downgrade)

23 Evaluation Entry System (EES) Landing Page

24 Questions 26

25 Backup Data 27

26 Army Leadership Requirements ADRP 6-22 AUG 2012 Figure 1-1. The Army leadership requirements model 28

27 O-4 Broadening Experiences Functional Institutional Academia & Civilian JIIM Enterprise ASCC CIG Action Officer Fellowships AIDE TO PRES/VP OPS/Plans Officer SA/CSA/ASA/DCS PMS/APMS COCOM/Joint Staff Asst XO WFF Chief Asst XO USMA Faculty/Staff COCOM HQs Commandant ASA/DCS ADC Directorate UN Staff Officer Asst XO Special Assistant BTO DCE Region OPS Officer ADC Strategic Plans Training W ith Industry DOS Defense Trade Analyst Division Chief (BR/ Officer OSD FA Specific) AOC Action Officer Analyst USACE Speech writer Planner DCO DA Staff Asst XO Emergency Ops ARCIC W FF Chief/Manager HRC Branch Chief officer Assistant AMC AWC Staff Watch Officer COCOM LNO CGSC Faculty COCOM/Joint Staff OCLL LNO Recruiting Command HQs Analyst CTC (BDE XO, S3) OPS/PLANS/JOC Senior OC-T TRADOC HQs (LNO, ARCIC WFF Chief JRTC Village Stability Chief, DIV Chief) Chiefs/Liaisons Director CAC IA Liaisons AC/RC OC-T DIV Chief Watch Officer DA/ASA/DCS Doctrine Dev NORTHCOM Regional Division Chief CDID Project Officer SupportChief Director. Exercise Officer State IG AWG (Forward Ops Chief) Action Officer OCLL Liaison TRADOC ASCCs Sister Service Faculty CAC WFF Chief/SME OPS/Plans Officer TRADOC Sister Service LNO Cadet Command HQs Transition Team USAREC HQs Military Observer 1 st Army/5 th Army Staff Allied Program Manager FORSCOM HQs NGB Staff CGSC IA Fellow 29

28 O-5 Broadening Experiences Functional Institutional Academia & Civilian JIIM Enterprise ASCC CIG Action Officer Fellowships AIDE TO PRES/VP OPS/Plans Officer SA/CSA/ASA/DCS PMS/APMS COCOM/Joint Staff Asst XO WFF Chief Asst XO USMA Faculty/Staff COCOM HQs Commandant ASA/DCS ADC RTO JCS Regional COCOM Desk Asst XO Special Assistant Instructor Chief ADC Strategic Plans HQs/Staff OSD Division Chief (BR/ Officer AW C Faculty Analyst FA Specific) Speech writer CGSC Faculty Planner USACE DA Staff Asst XO Strategist DCO HRC Branch Chief Desk Chief ARCIC W FF Chief/Manager AWC Staff POL-MIL Planner AMC CGSC Faculty Military Assistant COCOM LNO Recruiting Command HQs Speechwriter OCLL LNO (BDE XO, S3) COCOM/Joint Staff CTC TRADOC HQs (LNO, ARCIC Division Chief Senior OC-T Chief, DIV Chief) TNG/Readiness JRTC Village Stability CAC OPS/PLANS/JOC Director DIV Chief WFF Chief AC/RC OC-T Doctrine Dev Chiefs/Liaisons DA/ASA/DCS ASCCs IA Liaisons Division Chief OPS/Plans Officer NORTHCOM Regional Director. Cadet Command HQs SupportChief AWG (Forward Ops Chief) USAREC HQs State IG TRADOC 1 st Army/5 th Army OCLL Liaison CAC WFF Chief/SME IMCOM Sister Service Faculty CSA Strategic Studies Group TRADOC Sister Service LNO Army Strategic Planner FORSCOM HQs Transition Team Military Observer Allied Program Manager NGB Staff 30

29 O-6 Broadening Experiences Functional Institutional Academia & Civilian JIIM Enterprise ASCC HRC CIG Chief SSC Fellowships AIDE TO VP Division Chief SA/CSA/ASA/DCS PMS COCOM/Joint Staff XO Red Team XO USMA Faculty/Staff JCS Regional COCOM Desk OPS Mil Assistant AWC Faculty Chief Plans Division Chief (BR/ CGSC Faculty OSD IG FA Specific) SAMS Faculty Analyst ASA/DCS Planner XO DA Staff XO Strategist Mil Assistant HRC DIV Chief Desk Chief Division Chief (BR/ CAC Director POL-MIL Planner FA Specific) AWC Director Military Assistant USACE CGSC Faculty COCOM/Joint Staff DCO Recruiting Command HQs Division Chief TRADOC Capabilities Mgr TRADOC HQs TNG/Readiness AMC CAC Director OPS/PLANS Command Directors CAL IG PM COIN Special OPS COS DTAC Chiefs/Liaisons XO SAMS IA Liaisons CTC COG ASCCs DOS Desk Chief DA/ASA/DCS Division Chief AWC Director Joint Multi- Division Chief Cadet Command HQs national studies Director. USAREC HQs CAC Joint Allied Studies 1 st Army/5 th Army Defense Coordination Officer IMCOM State IG CSA Strategic Studies Group OCLL Director/Liaison Army Strategic Planner FORSCOM HQs ALSA Director Sister Service Faculty Allied PM Foreign Mil Sales DISA DIV Chief 31

30 O-3 Broadening Experiences Functional Institutional Academia & Civilian Enterprise ASCC CIG Action Officer Fellowships OPS/Plans Officer SA/CSA/ASA/DCS ACS WFF Chief ADC Training with Industry CTC Special Assistant APMS OC-T HRC USMA Faculty/Staff AC/RC Assignment Officer TAC OC-T HQs Instructor TRADOC TRADOC SGL Ops Officer Training/Ops officer Analyst INSCOM CAC G2 Watch Officer Doctrine Dev Project Officer Officer Action Officer ASCCs OPS/Plans Officer USAREC Staff Company CMD JIIM JCS Intern PEOC Watch Officer OSD Watch Officer Transition Team 32

31 Rater Box Check Defined Excels: Results far surpass expectations. The officer readily (fluently/naturally/effortlessly) demonstrates a high level of the all attributes and competencies. Recognizes and exploits new resources; creates opportunities. Demonstrates initiative and adaptability even in highly unusual or difficult situations. Emulated; sought after as expert with influence beyond unit. Actions have significant, enduring, and positive impact on mission, the unit and beyond. Innovative approaches to problems produce significant gains in quality and efficiency. Proficient: Consistently produces quality results with measurable improvement in unit performance. Consistently demonstrates a high level of performance for each attribute and competency. Proactive in challenging situations. Habitually makes effective use of time and resources; improves position procedures and products. Positive impact extends beyond position expectations. Capable: Meets requirements of position and additional duties. Capable of demonstrating Soldier attributes and competencies and frequently applies them; Actively learning to apply them at a higher level or in more situations. Aptitude, commitment, competence meets expectations. Actions have a positive impact on unit or mission but may be limited in scope of impact or duration. 33

32 Senior Rater Profile Calculator COL %Total Type Thru Total Date Due %Total Promto Name Rpt Date BoxChecks Profile Reports tohrc Multi Star BG COMB% MUL PROM RETAI NO MUL PROM RETAI NO TI OT E N AS T TI OT E N AS T STA TO BG COL QUA STA TO BG COL QUA R L R L Credit NA NA NA 0 #VALUE! Example, ANN Mark 15 5 % Example, CTR Sam 01 1 % Example, SRO Amb 15 5 % Example, SRO Bob 30 0 % Example, ANN June 01 1 % Example, ANN Tom 15 5 % % % : Senior Rater given acredit of 5Retain as Colonel. % 2: Senior Rater profilecalculated upon Electronic Submission viaeesor Har0dCopy to6hqda : Senior Rater must stay below 50%for MOSTQUALIFIEDevaluations % P P I.c. r block the art ank of theoer. 4: Officers will beevaluated andprofiledat promotable gradeif listedas ( ) in % 5: (P) means officer is promotable andserving inanauthorized position at